Chapter 9. Top Performance through Empowerment, Teamwork, and Communication
|
|
- Abel Blankenship
- 6 years ago
- Views:
Transcription
1 Chapter 9 Top Performance through Empowerment, Teamwork, and Communication
2 Learning Objectives 1 Discuss empowering employees. 5 Describe team conflict. Distinguish the five types of teams. 2 3 Identify team characteristics. 6 7 Explain the importance of effective communication. Compare the basic forms of communication. 4 Evaluate team cohesiveness and norms. 8 Explain external communication and crisis management.
3 Empowering Employees Empowerment - giving employees authority and responsibility to make decisions about their work without traditional managerial approval and control Sharing information and decision-making authority Keeping them informed about company s financial performance Giving them broad authority to make workplace decisions
4 Linking Rewards to Company Performance Employee Stock Ownership Plans 13 million workers at 10,500 companies participate. Gives employees ownership, leading to potential profits as the value of their firm increases and motivating them to work smarter and harder. Stock Options Right to buy a specified amount of company stock at a given price within a given time period. Being offered more and more to employees at all different levels. 1/3 of all options go to the top five executives at a firm.
5 Employee Stock Options and Ownership
6 Teams A team is a group of employees who are committed to a common purpose, approach, and set of performance goals. Mutually responsible and accountable for accomplishing objectives. Ability to work on teams often emphasized during the hiring process. Work teams are groups of people with complementary skills who are committed to a common purpose. Two-thirds of U.S. firms currently use work teams.
7 Five Species of Teams
8 Team Characteristics Team Size Can range widely, but most have fewer than 12 members. Ideal size is often six or seven members. Team Level and Team Diversity Team level - average level of ability, experience, personality, or any other factor on a team. Team diversity - variances or differences in ability, experience, personality, or any other factor on a team.
9 Stages of Team Development
10 Team Cohesiveness & Norms Team cohesiveness is the extent to which team members feel attracted to the team and motivated to remain part of it. Increases when members interact frequently, share common attitudes and goals, and enjoy being together. Cohesive teams quickly achieve high levels of performance and consistently perform better. Team norms are the informal standards of conduct shared by team members that guide their behavior. Can be positive or negative.
11 Team Conflict Conflict - when one person or group s needs do not match those of another, and attempts may be made to block the opposing side s intentions or goals. Cognitive conflict focuses on problem-related differences of opinion. Reconciling these differences strongly improves team performance. Affective conflict refers to the emotional reactions that can occur when disagreements become personal rather than professional. Team leaders should facilitate good communication so that teammates respect each other and work cooperatively.
12 Importance of Effective Communication Communication is the meaningful exchange of information through messages. Managers spend 80 percent of their time in direct communication with others. Company recruiters rate effective communication as the most important skill they re looking for in hiring new college graduates.
13 The Process of Communication
14 Cultural Context Communication in low-context cultures tends to rely on explicit written and verbal messages. U.S., Switzerland, Germany, Austria Communication in high-context cultures depends not only on the message itself but also on the conditions that surround it, including nonverbal cues, past and present experiences, and personal relationships between the parties. Japan, Latin America, India
15 Basic Forms of Communication
16 Listening Cynical listening: Receiver of a message feels that the sender is trying to gain some advantage from the communication. Offensive listening: Receiver tries to catch the speaker in a mistake or contradiction. Polite listening: Receiver listens mechanically to be polite rather than to communicate. Active listening: Requires involvement with the information and empathy with the speaker s situation; the basis for effective communication.
17 Writing Channels include reports, letters, memos, online discussion boards and social media, s, and text messages Delayed feedback Provides record of the message Importance to consider audience, the channel carrying the message, and the appropriate degree of formality is a popular form
18 Formal Communication Flows within the chain of command Downward communication Upward communication Open and honest communication is key
19 Open Communication With open communication, employees feel free to express opinions, offer suggestions, and even voice complaints. 7 Characteristics of Open Communication: Employees are valued High level of trust exists Conflict is invited and resolved positively Creative dissent is welcomed Employee input is solicited Employees are well-informed Feedback is ongoing
20 Informal Communication Informal communication is to carry messages outside formally authorized channels. The grapevine is an internal channel that passes information from unofficial sources.
21 Nonverbal Communication Nonverbal communication transmits messages through actions and behaviors. Gestures, posture, eye contact, tone and volume of voice, and even clothing choices are all nonverbal actions that become communication cues. Have a far greater impact on communications than many people realize.
22 External Communication External communication is a meaningful exchange of information to major audiences: customers, suppliers, firms, general public, government officials Every communication with customers should create goodwill. Communication during crisis: Respond to crisis quickly. Put top company management in front of the press. Stick to the facts. When you don t know, offer to find out. Never say no comment. Speak to your audience.
Prepared for: Joe Sample 2/2/15
Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.
More informationSoft Skills. **Chart developed by the Seattle Jobs Initiative s Performance Skills Coalition, comprised of employer partners.
1 Soft skills are habits, attitudes and personality traits that are increasingly important in the workplace. In fact, many of today s employers rank soft skills above technical skills. Part of the employment
More informationFeedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06
Feedback Report ESCI - University Edition Sample Person Hay Group 11/21/06 Introduction What Is Emotional and Social Intelligence? Emotional and Social Intelligence, commonly refered to as EI, is the capacity
More informationWorking in a Customer Service Culture
Working in a Customer Service Culture Customer Service Skills Student Workbook Introduction: Welcome to customer service skills training. Every job or position has some degree of customer interaction.
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationDo Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship
Do Happy Employees Lead to Happy Customers?: Revisiting the Employee-Customer Relationship AMA Web Cast October, 2008 Rick Garlick, Director of Consulting and Strategic Implementation, Maritz Research
More informationCompetency Dictionary
HARVARD UNIVERSITY Competency Dictionary ver. FY14 Welcome to the Harvard University Competency Dictionary. Here you will find a list of competencies that Harvard values in their employees. Please click
More informationSanta Monica College
Santa Monica College Proposed Course Outline BUSINESS (#), Quality Customer Service Module 2: Building the Relationship with the Customer Course Title: Quality Customer Service: Building the Relationship
More informationGetting Engaged - What is Employee Engagement and Why Does it Matter?
Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationTeamwork and Team Performance. Teams are worth the work
Teamwork and Team Performance Teams are worth the work Study Questions What is a the nature of teams and teamwork?(types of Teams/The nature of Teamwork/Diversity and Team Performance ) What is team building?(how
More informationGovernment and Public Administration Career Cluster Introduction to Government and Public Administration Course Number
Government and Public Administration Career Cluster Introduction to Government and Public Administration Course Number 29.41000 Course Description This is the foundational course for the Public Management
More informationProfessional Development Studies
492 Professional Development Studies Professional Development Studies Today s worker is faced not only with ever-increasing technological challenges, but also with the need for applied instruction in a
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationService Booster Activities
Service Booster Activities These application activities are designed to help strengthen your interaction skills in customer service situations. You may complete any number of activities in any order on
More informationDescription. Award Categories. Customer Service. Engagement
Description The Rowan Recognition program recognizes and rewards faculty and staff for work and behaviors that support the mission, goals, values and initiatives of Rowan University. The work and behavior
More informationThe Servant Leader:! Enabling Exceptional Performance
The Servant Leader: Enabling Exceptional Performance Chris De Santis with help from Warren Bennis, Robert Thomas, Daniel Goleman, Robert Greenleaf, Peter Drucker, Joseph Nye, Sylvia Hewlett, Carol Dweck
More informationBuilding a Powerful Marketing Plan
Building a Powerful Marketing Plan CHAPTER 8 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall !! Marketing Building a Guerrilla Marketing Plan!! The process of creating and delivering
More informationHOW TO KEEP EMPLOYEES MOTIVATED, EVERY SINGLE DAY
HOW TO KEEP EMPLOYEES MOTIVATED, EVERY SINGLE DAY P L A N N I N G, C O N D U C T I N G, A N D G E T T I N G R E S U L T S Through my own research and a LOT of trial and error, I have identified 16 keys
More informationManagerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
More informationJob Description: Operations Manager September 2017
Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for
More informationLearning Guide. Peer mentoring Provide peer mentoring in a health or wellbeing setting Level 4 6 credits. Name: Workplace: Issue 1.
Learning Guide Peer mentoring 28991 Provide peer mentoring in a health or wellbeing setting Level 4 6 credits Name: Workplace: Issue 1.0 Copyright 2017 Careerforce All rights reserved. Careerforce (Community
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationEducation Liaison: The Performance Evaluation Process (PEP)
Education Liaison: The Performance Evaluation Process (PEP) The Performance Evaluation Process (PEP) for an Education Liaison is intended to provide an employee with valuable insight into their job performance,
More informationOECD CORE COMPETENCIES
OECD CORE COMPETENCIES The OECD Competency framework comprises core competencies which are presented in three clusters as shown below. The blue cluster groups the delivery related competencies, the purple
More informationToday, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work
Today, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work procedures, different needs and interests, clashes of personalities,
More informationTHE FIVE DYSFUNCTIONS OF A TEAM
Members of truly cohesive teams: 1. Trust one another. 2. Engage in unfiltered conflict around ideas. 3. Commit to decisions and plans of action. 4. Hold one another accountable for delivering against
More informationSupervisors: Skills for Success
HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning
More informationProject Manager: Superman or Entrepreneur?
Project Manager: Superman or Entrepreneur? Nina Alimpić, PMP nina@saga.rs Dragana Milojević, PMP dragana.milojevic@pmi-yu.org Belgrade, November 18, 2009 What is Project Management? What is not Project
More informationCommunicating Compensation 2011 Style May 24, 2011 WorldatWork Total Rewards 2011 Conference
Communicating Compensation 2011 Style May 24, 2011 WorldatWork Total Rewards 2011 Conference Introduction Patrick Beall, CCP Rebecca Toman, CCP, CBP Kristine Oliver David Peterson, CCP Eric Traylor 1 Agenda...We
More informationIS BECOMING THE GROWING LIABILITY FOR THOSE TRYING TO SUCCEED
C O M M U N I C A T I O N IS BECOMING THE GROWING LIABILITY FOR THOSE TRYING TO SUCCEED EMAIL: C O M M U N I C A T I O N IS BECOMING THE GROWING LIABILITY FOR THOSE TRYING TO SUCCEED Ineffective communication
More informationCompetencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
More informationInspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison
Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes
More informationA summary of the principles from The Speed of Trust Book:
A summary of the principles from The Speed of Trust Book: The five waves of trust The first wave, Self-Trust, deals with the confidence we have in ourselves in our ability to set and achieve goals, to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More informationDiversity Awareness: Fostering a Climate of Inclusion, Sensitivity, and Respect in the Workplace
Diversity Awareness: Fostering a Climate of Inclusion, Sensitivity, and Respect in the Workplace Nicole F. Smith, M.Ed, CDBC Director, Instructional Design and Learning Development nsmith@americanpayroll.org
More informationWHITEPAPER. Sirota Dynamic Alignment Model Competency Alignment
WHITEPAPER Sirota Dynamic Alignment Model Competency Alignment Introduction Although competency models invariably differ across organizations, similarities often exist. Hogan developed the Model to capture
More informationDEPARTMENT OF INFORMATION STUDIES
DEPARTMENT OF INFORMATION STUDIES INFS 325-PUBLIC RELATIONS LECTURER- DR. MUSAH ADAMS godsonug.wordpress.com/blog EMPLOYEE RELATIONS Employee relations is concerned with how public relations practitioners
More informationNelson Mandela s Influence Using Organizational Behaviour Techniques
Nelson Mandela s Influence Using Organizational Behaviour Techniques Leadership and Motivation Megan Latzkowski A leader is like a shepherd. He stays behind the flock, letting them go out ahead, not realizing
More informationMelos Institute Team Building Personal & Group Inventory
Team Building Personal & Group Inventory Description Associations depend upon the contributions of both volunteer and staff leaders to achieve their goals. Creating a plan of action that defines that direction
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationEmpowerment The best way to become a World Class Organization By Diane Prange
Empowerment The best way to become a World Class Organization By Diane Prange Empowerment is often citied as a critical component of any successful customer satisfaction/delight, process and/or quality
More informationMixing and Managing a Multigenerational Workforce
Mixing and Managing a Multigenerational Workforce Jeri L. George, M.Ed., SHRM-CP, PHR April 2015 Today s Purpose To provide insight into the defining differences between the 5 generations: Traditionalists,
More informationEnergy Career Cluster Appropriate and Alternative Energy Technologies Course Number
Energy Career Cluster Appropriate and Alternative Energy Technologies Course Number 21.45700 Course Description: As the third course in the Energy Systems Pathway, students will develop an understanding
More informationGlobal Competency Model
Global Competency Model Contents 3 Introduction 4 Competencies reflect the We create chemistry strategy 5 The global competency model comprises eight competencies 6 Drive Innovation 7 Collaborate for Achievement
More informationH U M A N R E S O U R C E S M A N A G E R
DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human
More informationESSENTIALS OF ENTREPRENEURSHIP AND SMALL BUSINESS MANAGEMENT Chapter 8: Building a Powerful Bootstrap Marketing Plan
Copyright 2016 Pearson Education Inc 1 8-2 Section 3: Launching the Business 8 Building a Powerful Bootstrap Marketing Plan 8-2 Describe the principles of building a bootstrap marketing plan, and explain
More informationHow to Retain Top Talent: Moving the Needle on Employee Engagement. Employee Insights
How to Retain Top Talent: Moving the Needle on Employee Engagement Employee Insights How to Retain Top Talent Moving the Needle on Employee Engagement In the sea of relatively neutral economic news over
More informationValue Added Customer Service
Value Added Customer Service for Research Administrators Dana Carroll v.20140423 Create an Extraordinary Experience for Our Customers Who are your customers? What matters to them? Creating a culture of
More informationBendigo Health Organisational Development. Staff Capability Statement
Bendigo Health Organisational Development Staff Capability Statement 2017 Contents 1. Introduction... 2 2. Purpose... 2 3. Using the Statement... 3 3.1 Using the Statement to support development... 3 3.2
More information7 Quality Organizations and Service. Copyright 2016, 2013, 2011 Pearson Education, Inc. 1
7 Quality Organizations and Service Copyright 2016, 2013, 2011 Pearson Education, Inc. 1 PERFORMANCE PROFITS CUSTOMERS Copyright 2016, 2013, 2011 Pearson Education, Inc. 2 After studying these topics,
More informationHR LESSON 4 PERFORMANCE APPRAISAL. In this lesson you will learn about the aims and methods of performance appraisal.
SZKOLENIA JĘZYKOWE DLA FIRM HR LESSON 4 PERFORMANCE APPRAISAL In this lesson you will learn about the aims and methods of performance appraisal. You will also learn how to express and justify your opinion.
More informationEQ Competencies Assessment
EQ Competencies Assessment The research validates that what separates superior leaders from average leaders is Emotional Intelligence (EQ). When measuring IQ, Technical Expertise and EQ, the results validated
More informationBuilding and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks
Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward
More informationUnit I Lesson 3: Varieties of Communication Etiquette
Unit I Lesson 3: Varieties of Communication Etiquette Introduction An awareness of communication etiquette is critical at every level of an organization and in every personal interaction. Throughout one
More informationUC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
More informationHow to Engage and Motivate Employees. Presented by: Hilary Maricle Nebraska Women in Ag 2018
How to Engage and Motivate Employees Presented by: Hilary Maricle hmaricle@gmail.com 402-741-0714 Nebraska Women in Ag 2018 Employees who feel they are valued and recognized for their contributions are
More informationEffective Performance Evaluations
By: Lauren M. Bernardi The following is a partial excerpt from the Manager s Manual section of Lauren Bernardi s book: Powerful Employment Policies. Performance Management Is More Than Just Filling Out
More informationWales Millennium Centre Behavioral Competencies Framework 1
Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationAssessment Center Report
Assessment Center Report Candidate Name: Title: Department: Assessment Date: Presented to Company/Department Purpose As of the Assessment Center Service requested by (Company Name) to identify potential
More informationChapter 3 Mutual Engagement and Shared Diagnosis MULTIPLE CHOICE
Chapter 3 Mutual Engagement and Shared Diagnosis MULTIPLE CHOICE 1. is/are the process of learning about the dynamics of an organization s functioning. a. Consulting b. Operational reviews c. Diagnosis
More informationINTERPERSONAL SKILLS FOR
INTERPERSONAL SKILLS FOR PROJECT MANAGERS Dr Anthony Yeong DBA MBA PMP PRINCE2 Practitioner July 2011 AGENDA Why Interpersonal Skills? Leadership Team building Motivation Communication Influencing Decision
More informationHealth Science Career Cluster Surgical Technician I Course Number:
Health Science Career Cluster Surgical Technician I Course Number: 25.44700 Course Description: The goal of this course is to provide fundamental surgical technician skills and knowledge to include the
More informationNORTHUMBRIA POLICE ICF COMPETENCIES
NORTHUMBRIA POLICE ICF COMPETENCIES What is ICF? Since May 2007, the new Integrated Competency Framework (ICF) has applied to all recruitment process within Northumbria Police. The Integrated Competency
More informationSEVEN FUNDAMENTAL STEPS. for building a great place to work
SEVEN FUNDAMENTAL STEPS for building a great place to work MEET LIMEADE MEET TINYpulse A corporate wellness technology company that drives real employee engagement. An employee engagement solution company
More informationHow do teams contribute to organizations?
Teams and Teamwork How do teams contribute to organizations? Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable
More informationWE BELIEVE. Who we are and how we create value.
WE BELIEVE. Who we are and how we create value. We re different. Driving our success is a unique culture of ownership, defined by flexible processes and core beliefs, enthusiastically shared by HNI members.
More informationSuccessful Restaurant Management. Introduction. Many restaurants fail each year due to managers who are simply unaware of the
Successful Restaurant Management Introduction Many restaurants fail each year due to managers who are simply unaware of the mistakes they are making. Every restaurant is different and the employees in
More informationDetermining Your Performance Evaluation Mindset
Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.
More informationEmployee engagement. Chartered Institute of Internal Auditors
26 October 2017 Employee engagement Chartered Institute of Internal Auditors This is an introduction to some of the principles and ideas surrounding employee engagement to help you plan a review. What
More informationDictionary of Functional Competencies for Career Banding
Dictionary of Functional Competencies for Career Banding NC Office of State Personnel Revised April 18, 2007 Advocacy: Skills and abilities in developing and presenting the client s, patient s, and/or
More informationUnit 8: Communications Management (PMBOK Guide, Chapter 10)
Unit 8: Communications Management (PMBOK Guide, Chapter 10) The questions on this topic are very straightforward and you can rely on common sense for many of the questions. The PMI Director of Certification
More informationE.M.S Leadership Development. Objectives. Leadership Development 11/4/2012. Drew Fried, EMT-CC CHEP, CHSP. Help explain leadership techniques
E.M.S Leadership Development Drew Fried, EMT-CC CHEP, CHSP Objectives Help explain leadership techniques Define the role of officers as a manager How to use good communication skills Leadership Development
More informationLeadership Success Factors
SEES THE BIGGER PICTURE Has a good head for business. Is commercially aware. Knows how to make money and save money. Is close to their customers and as a result of this spots opportunities. Is profit focussed
More informationEd.D. in Organizational Leadership Core Leadership Understandings. Program Competencies
Ed.D. in Organizational Leadership Core Leadership Understandings Program Competencies Some thoughts regarding the core leadership understandings follow: The competencies listed for each core leadership
More informationSESSION TWO DISTRIBUTED FUNDRAISING: LEADERSHIP ROLES AND SKILLS
SESSION TWO DISTRIBUTED FUNDRAISING: LEADERSHIP ROLES AND SKILLS OCTOBER 13, 2016 Disclaimer All material is provided without any warranty whatsoever, including, but not limited to, the implied warranties
More informationScripps Core Competencies
Scripps Core Competencies April 2012 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances
More informationEmployee Involvement. BPF2123 Quality Management System
Employee Involvement BPF2123 Quality Management System Chapter Outline What is Employee Involvement? Empowerment Teams and Motivation Employee Surveys Recognition and Reward Lesson Outcomes Explain the
More informationOPQ Profile OPQ. Universal Competency Report. Name Mr Sample Candidate. Date September 20,
OPQ Profile OPQ Universal Competency Report Name Mr Sample Candidate Date September 20, 2013 www.ceb.shl.com INTRODUCTION This report is intended for use by managers and HR professionals. It summarizes
More informationOPQ Manager Plus Report OPQ. > Manager Plus Report. Name Ms Sample Candidate
OPQ Manager Plus Report OPQ > Manager Plus Report Name Ms Sample Candidate Date 26 September 2012 INTRODUCTION This report is intended for use by line managers and HR professionals. It contains a range
More information!!!!!!!!!!!!! Communication!Scorecard![C 4 ]! Sample!Report!!
CommunicationScorecard[C 4 ] SampleReport AGILE LEADERS EFFECTIVE TEAMS REAL RESULTS CHICAGO WASHINGTON DC 877-505-2258 support@truebridgepartners.com COPYRIGHT 2015 TRUEBRIDGE PARTNERS LLC ALL RIGHTS
More informationBasic Concepts of Supervisory Skills for Transportation Officials
Puerto Rico Transportation Technology Transfer Center Department of Civil Engineering and Surveying University of Puerto Rico at Mayagüez PO Box 9000 * Mayagüez, PR 00681 Tel. 787-834- 6385 * Fax: 787-265-
More informationMotivating Employees to a Winning Performance
Motivating Employees to a Winning Performance Lynne Vu Principal Human Capital Consultant The Executive s Roadmap to Best-in-Class HR Strategy 2015 2016 TriNet TriNet Group, Group, Inc. All Inc. rights
More informationADMINISTRATION PERFORMANCE RATING GUIDE
Analytical Skills: Uses a variety of techniques to analyze Proactive in gathering a large scope of data and identifying impact Identifies issues at the Division or University level with a Consistently
More informationPERFORMANCE INDICATORS
PERFORMANCE INDICATORS BUSINESS ADMINISTRATION CORE THE BUSINESS ADMINISTRATION CORE PERFORMANCE INDICATORS ARE USED IN THE FOLLOWING EVENTS: PRINCIPLES OF BUSINESS MANAGEMENT AND ADMINISTRATION PBM PRINCIPLES
More informationSAP Business Partnership Study U.S. Findings. #growthmatters
SAP Business Partnership Study U.S. Findings #growthmatters Objectives FleishmanHillard conducted proprietary research to explore the expectations and the nature of relationships in business to business
More informationJob Description. Director, Athletics & Recreation. Vice Provost, Student Engagement. Job purpose
Job Description Job title Director, Athletics & Recreation Reports to Vice Provost, Student Engagement Job purpose The Director, Athletics & Recreation is responsible for the effective leadership, vision,
More informationThe 10 Core Values of Zappos
The 10 Core Values of Zappos Core values are what support the vision, shape the culture and reflect what the company values. They are the essence of the company s identity the principles, beliefs or philosophy
More informationRelational Contexts for Organizational Communication
Chapter 9: Relational Contexts for Organizational Communication Chapter Overview This chapter considers the interpersonal communication challenges involved in the new social contract. It has been said
More informationDEVELOPING A POSITIVE CONFLICT CULTURE
DEVELOPING A POSITIVE CONFLICT CULTURE OVERVIEW: DEVELOPING A POSITIVE CONFLICT CULTURE When discussing organizational culture, people often talk in terms of task and relationships. That is, how does the
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationHR Strategic Plan
UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction
More informationFundamentals of Project Management Bill Coda
Fundamentals of Project Management Bill Coda The P in PM is as much about People Management as it is about Project Management. Agenda Introduction and Overview Objectives Project Management Frameworks
More informationThe power of EI: The soft skills the sharpest leaders use. Comparisons across data from Korn Ferry Hay Group leadership and employee surveys
The power of EI: The soft skills the sharpest leaders use Comparisons across data from Korn Ferry Hay Group leadership and employee surveys What s emotional intelligence got to do with leadership? Organizations
More informationBUILDING CREDIBILITY. For internal use only
BUILDING CREDIBILITY Overview Topic Overview Being a credible business partner is critical to our ability to lead and develop trusted relationships, as well as to influence and deliver results. A key element
More informationDO YOU WANT A MENTOR?
DO YOU WANT A MENTOR? TABLE OF CONTENTS I THINK I WANT A MENTOR--AM I READY?...2 HOW TO FIND A MENTOR THAT IS RIGHT FOR YOU...3 TIPS FOR A SUCCESSFUL RELATIONSHIP...4 THE GOALS ARE ACHIEVED--WHAT NEXT?...6
More informationCommunity Partnership for Children. Foster Parent Mentor Training
Community Partnership for Children Foster Parent Mentor Training Define Mentoring -What is a Mentor? -Who is a Mentor? -Everyone in this room has benefited from the influence of someone who taught, guided,
More information